See Your Agile Delivery Traps Does your team deliver what they want, when they want to? Maybe your team delivers, but depends on another team to deploy. Many teams have trouble delivering the value they so carefully create. Here are three delivery traps I’ve seen in agile teams: The team doesn’t have “done” criteria. The …

See Your Agile Estimation Traps Agile estimation. Nothing seems to bring more fervor to an argument than by pairing the words “agile” and “estimate.” Well, controversy doesn’t bother me. Here are three estimation traps I’ve seen in agile teams: An expert signs up for their own stories, thinking it will help the team’s throughput. Your …

See Your Agile Measurement Traps In honor of my new book, Create Your Successful Agile Project: Collaborate, Measure, Estimate, Deliver, this is the second in a series of four trap emails, the measurement trap. Here are three common measurement traps: You/your management thinks velocity is a target or a measure of progress. Someone (often a …

See Your Agile Collaboration Traps In honor of the impending Create Your Successful Agile Project book release, I decided to send you a four-part series about agile traps. Yes, one for each piece of the subtitle. This one is the collaboration trap. Here are three common collaboration traps: Your team is a component team. (The …

The Value of Planning I like my plans. I have several levels of plans: a year or so specifically for books and workshops, a 6-month roadmap so I stay on track or change my track, a one-month week-by-week proposed roadmap, and a weekly plan. I use a kanban board to manage my weekly plans. (See …

The Manager’s Role in Creating Effective Teams, Part 3 Is it a manager’s job to search through haystacks to find people who can become part of a jelled team? Not really. If you know you have an unjeller, the manager’s job is to prevent that person from being on a team you hope will jell. …

The Case Against Stable Teams, Part 2 In The Case for Stable Teams, Part 1 , I wrote about stable teams as a way to create jelled teams. My guideline was that the longer it took for people to be useful in the team, the more you needed a stable team. Otherwise, the cost of …

The Case for Stable Teams, Part 1 A long-time reader, Al, asked me about jelled teams. What makes a team jell? Would I please write an email about that? This is part 1 of 3 part series about teams. Often, a manager forms a new team. The team storms as the people establish themselves and …

Own Your Leadership, Part 3 I started this story back in Own Your Leadership, Part 1: Dave and Sherry collaborated to facilitate their team’s ability to deliver one completed feature at a time, to improve the team’s throughput and quality. In Own Your Leadership, Part 2, Sherry realized the team doesn’t have a real PO, …

Own Your Leadership, Part 2 In Own Your Leadership Part 1: Dave and Sherry collaborated on seeing if the team could deliver one feature at a time, to improve the team’s throughput and quality. They had mixed success. The first story took them three full days, instead of their anticipated one day. All the other …